1. Policy Progress 2008Nick Bennett and Ian Williams Community Housing Governance Conference

2. Context 2007

Challenges

NAW election campaign

New WAG

New National Assembly Powers

CSR

Further HST ballots

PR Campaign

3. National Council Priorities for 07/08

Social Housing Grant

30m extra Social Housing Grant (SHG)

Supporting People

To increase by 26m by 2010/11

Better Regulation

The Essex Review

4. Priorities for 2008

Ensuring that we are all equipped for the regulatory reviews outcome

• The need to focus on Governance so that we are fit to face the future

That we build on our improving relationship with local government pre- and post election-

• We need to measure our economic and social impact- so we know what difference we are making under a new regulatory regime

That we welcome new members and maintain unity as we develop as a movement

5. The changing face of the sector

Homes owned

2003 63,527 2004 72,113 2005 73,262 2006 74,174 2007 75,032 2008 98,230 2009 115,500? 2010 124,500? 6. The changing face of the sector

Staff employed

7,000+? 2010 6,000+? 2009 5,000 2008 4,054 2007 3,935 2006 7. Lets look to the future with renewed confidence

We are hungry for change, and we are ready to believe again Barack Obama 27/01/08

8. The Review of Regulation Adolygu Rheoleiddio Sue Essex 9. Review of Governance Adolygiad Llywodraethu Paul Griffiths Public Services Consultant Ymgynghorydd Gwasanaeth Cyhoeddus 10. Context of Review

A higher political priority for affordable housing

The case for more focussed external regulation the Essex Review

The need for external confidence in self-regulation

11. Review Method

Short and sharp - 2 months, 30 days

A study of 3 Associations

Interview of at least one member of most other boards

Learning from this Conference

12. Board Membership Tenant Members

Committed and well supported

Provide the essential citizen focus housing

associations can be the beacon of Welsh

public services

Need to be rooted in a well supported network

of groups and panels

Can be recruited where the roots are strong

and well nourished advantage of a

community basis?

13. Board Membership Professional Members

A reasonable balance of skills and expertise

Widespread commitment and motivation

Open recruitment is bearing fruit

Open recruitment is consistent with pro-active marketing of opportunities

The tap on the shoulder and ratification by shareholders is not legitimate!?

14. Board Membership Partnership Members

Appointments based on members position within local authority or health organisation

Can provide valuable links and relationship building with partners

Only succeeds on the basis of shared investment in partnership working

Personalities matter

15. Do Boards Make a Difference? Strategic Direction

A Clear Diversity of Strategy community basis, market led, extra care/residential care, special needs, homelessness, working with private landlords, developing home ownership, community regeneration.

Whose strategy? evidence of Boards providing initiative and a brake

Significance of Away- Days

16. Do Boards Make a Difference? Challenging Performance

Regular performance reporting

How well is information presented and used?

Some evidence of performance monitoring changing practice

Support and Challenge, Critical Friend

Is there enough grit in the system?

17. Do Boards make a Difference? Financial Management

Significance of specialist board members

Significance of internal and external auditors to support boards

The check of the lenders

The importance of the non-specialist

The biggest risk to reputations?

18. Do Boards Make a Difference? Setting the tone, values, culture

Boards do not manage staff

Boards appoint the chief executive

Can boards develop some relationship with staff, sufficient to influence attitudes?

19. Do Boards Make a Difference? Developing Partnerships

Responding to housing needs, meeting care needs, giving confidence and skills tocommunities all require effective partnerships.

Are the Board the outward face of the Association making the external and political relationships?

Is partnership what the chief executive does?

20. A New Model of Self Regulation?

WAG sets out clear expectations of Boards on the self-assessment of performance and the evaluation of developments

The Boards create procedures and implement them in meeting WAG expectations

21. A New Model of Self Regulation?

The external regulator monitors the process of self regulation and the results

External appraisal is risk based focussing on lapses in process and declared gaps in performance

External appraisal has a focus on the big picture the synergies and viability of medium and long term development plans

22. Learning from each other

Despite CHC Conferences, Boards are not good at learning from each other?

We get comparative information from our chief executive

Competition gets in the way of shared learning

Shared learning takes too much time

What potential for the Steve Cranston web-based conversations? could you provide another beacon for Welsh public services?

23. Giving the public confidence

The public do not understand what RSL Boards are?

Does this matter?

It does, if you want to self regulate the use of public money in achieving public goals

How can Boards have a more transparent public profile?